Page 12 - strategy (5)

TOBIN

S T R A T E G I C O B J E C T I V E 8

B U S I N E S S D E V E L O P M E N T O B J E C T I V E

F o r o u r B u s i n e s s D e v e l o p m e n t t e a m t o
s u p p o r t o u r c o m m e r c i a l t a r g e t s t h r o u g h

p r o f i t a b l e g r o w t h .

ACTION 8.1 – Development of our business development function, bringing greater
efficiencies to targeting the right Clients, creating the correct funnels, opportunity and
partner selection, proposal generation and always ensuring technical personnel spend
appropriate time on those aspects that are aligned to achieving high quality outputs

[Shane Kelly].

ACTION 8.2 – Define and report monthly on those KPI’s derived from the commitments
register, which will allow the Executive Team to effectively monitor the generation of
proposals needed to meet the revenue targets set out within this strategy [Shane Kelly

working with Ops Directors].

Operations Directors will define the standardised sectors which will be used from initial
proposal generation through to project establishment in Union Square.
A monthly report setting out the volume (€) of proposals issued by each division on a
rolling three-month basis split across the standardised sectors.
The volume (number) of proposals issued by each division matching the data above.
The conversion (success) rates for the proposals issued.
An iterative record of the bimonthly analysis undertaken by each Ops Director of the
commitments register informing corrective actions, ongoing business development
and the commerciality of proposals.

ACTION 8.3 – Develop an internal and an external marketing plan aligned to building the
TOBIN brand across each of the sectors / services in which we will operate always

considering [Shane Kelly]: -
Why a Client will be attracted to our service offering (Value Proposition)
What our profit proposition will be for each service offering (Profit Proposition)
Why our team will be motivated to make it happen (People Proposition)